Digital Transformation Support for Arts and Culture Organisation
From scoping to supplier selection, we guided our client through the process of acquiring essential software and hardware to support their digital transformation.
Consultancy
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Innovation Development
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IT & Technology
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Business Improvements
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The Challenge
Our client, a charity in the arts and culture industry, was seeking to procure and implement an IT system to support their move into a transformational new building.
Our initial engagement was to support software integration; however after an initial attempt at procuring the software and hardware systems resulted in no bids from suitably qualified suppliers, our engagement was expanded to provide cross-cutting support to the project manager around the digital transformation.
Key Pain Points
Unsuccessful Initial Procurement
An early attempt to procure software and hardware systems received no bids from suitably qualified suppliers, causing significant concern as the deadline for building opening loomed.Fragmented Digital Strategy
IT systems, infrastructure, and software integration were not fully aligned with the building project, leading to concerns about interfaces between the building and the necessary IT systems.Limited Internal Capacity
The internal project manager lacked the time and specialist expertise to manage IT specification, procurement, and integration without external support.Stakeholder Management
The organisation was struggling to reconcile the visions of multiple stakeholders, leading to a disconnect between the proposed IT system and the stakeholders it was intended to support.
The Solution
We delivered a programme of expert support to the building transformation Project Manager, bridging the gap between project inception and the appointment of in-house IT staff over a six-month period. During this time, we acted as the client’s trusted advisor on all matters relating to IT systems, infrastructure, and digital planning.
Our role extended beyond initial expectations, providing hands-on support and strategic input across procurement, planning, and coordination. By combining technical insight with stakeholder engagement, we ensured that the organisation’s digital ambitions were grounded in practical, achievable steps - while also aligning with the fast-moving demands of a major capital project.
Implementation Highlights
Stakeholder engagement leading scoping meetings with key stakeholders to understand their expectations from the new building and its systems
Advocacy to senior stakeholders incluing the Chief Executive for reprioritisation of system objectives and budget changes to support the organisation's ambition.
Urgent intervention to ensure that physical changes were made to support future IT systems, including sufficient server room space and power for the required network
Procurement restructuring: Identifying a key issue in scope of the procurement, and driving the split into multiple lots to ensure the participation of the widest possible range of suppliers
Future proofing the specification of key systems, to ensure they would both deliver on day one and be fit for future use
Supplier and programme coordination support: Once suppliers had been appointed, providing targeted support around interfaces between suppliers, and with the building programme, to minimise delay and costly change requests
Handover to and transitional support for the in-house team taking ownership of the systems.
The Impact
Our support helped the client recover momentum on a stalled procurement process and avoid delays to the wider building programme - without compromising on their requirements. By reshaping the scope and structure of the procurement, the client was able to get systems which met their needs through several integrated suppliers rather than continuing to search for a single supplier who did not exist.
We also prevented costly design decisions from being locked in before IT requirements were fully understood. By advocating for early infrastructure changes, we helped avoid expensive retrofit work and enabled a smoother systems implementation, and increased the satisfaction of stakeholders who had previously felt disengaged with the IT systems.
Once the in-house IT function was appointed, our transitional support allowed them to take ownership of the IT vision and systems with confidence.
Key Outcomes
IT systems were ready, fully functional and stress tested in advance of a successful building launch
No compromise on the client's requirements - despite initially struggling to find suppliers able to deliver
No programme delays despite an increase in scope, through working with the wider building project team to ensure the wider IT scope could be accomodated into the capital programme
Minimised rework costs through early intervention to prevent design decisions being finalised before IT needs were fully understood
Smooth transition, fully supported by our tem
By bridging a critical gap in capacity and strategy, we enabled the client to move forward with confidence — with systems that support their vision, suppliers that meet their needs, and an in-house team ready to take ownership for the future.
Key Facts
- Industry: Arts and Culture Charity
- Team Size: 5 initially, rising rapidly during the project
- Project Duration: 6 months
- Engagement Model: Flexible ongoing consultancy
- Outcome: IT systems contributing effectively to a successful launch
Our Services
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